What does the HR community think of this? We asked two experts where engagement should sit? Is HR solely responsible for it, or does everyone in the organisation have to take ownership of engagement? And how can HR encourage both senior leadership and the line to take the issue seriously?
According to Angela O'Connor (pictured), CEO, The HR Lounge: "Unengaged organisations, you know the ones I mean: complacency, stroppy attitudes and disinterest in the customer – we have all had experiences with organisations like that and, if we can, we hot-foot elsewhere.
"Engagement shows on the front line. Our organisations are only as good as each and every member of staff.
"Having a workforce with high energy, focussed and dedicated, delivering outstanding performance, is every employer's dream, But who is responsible for delivering this?
"HR often sees its role as delivering engaged employees. I don't agree. The three key issues that drive engagement are: relationships with direct managers, belief in senior leadership and organisational pride.
"This is where we can make a difference. We can ensure that managers have the skills to engage staff. They should never be recruited or promoted on technical skills alone. Making sure they have the emotional intelligence to manage, lead and develop a team is essential. Demanding high standards of performance and behaviour in the organisation is also HR's role and our credibility rests on us starting with our own teams. Getting rid of bureaucracy and allowing staff to do their jobs can also drive up engagement.
"Senior leaders need encouragement to connect with staff. We can drag them out of their offices to the front line, meeting customers and connecting with staff. Time is not an excuse - get them using social media.
"Ask your employees if they are proud to work for your organisations and if not, why not. Most importantly act on what they say.
"Stories of organisations that failed to listen to whistleblowers, staff and customers and are now living with the consequences should be warning enough that engagement matters."
